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INTERNSHIP PORTFOLIO
ZACH USSLEMAN
MAY 14 - JULY 20, 2018
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CONTACT INFORMATION
Ralph Morton | Executive Diretor
701 Pike Street, Suite 800
Seattle, WA 98101
(206) 461-5819 | RMorton@seattlesports.org
Amanda Streams* | Direcor, Events & Sports Development
701 Pike Street, Suite 800
Seattle, WA 98101
(206) 461-5844 | AStreams@seattlesports.org
Elisa Levinson | Business Development Manger
701 Pike Street, Suite 800
Seattle, WA 98101
(206) 461-5865 | ELevinson@seattlesports.org
Mara Mote | Sports Marketing Manager
701 Pike Street, Suite 800
Seattle, WA 98101
(206) 461-5803 | MMote@seattlesports.org
* Indicates Agency Supervisor
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TABLE OF CONTENTS
WORK PLAN …………………………………………………………… 3
AGENCY ANALYSIS …………………………………………………… 7
Community Description …………………………………………… 7
Marketing Plan …………………………………………………… 9
Organizational Structure and Culture …………………………………… 25
Personnel Practices …………………………………………………… 27
Financial Management Summary …………………………………… 30
Facilities and Areas …………………………………………………… 32
Programs / Events …………………………………………………… 39
Job Description …………………………………………………………… 52
SPECIAL PROJECT …………………………………………………………… 54
ARTIFACTS …………………………………………………………………… 61
PHOTOS …………………………………………………………………… 66
EVALUATION & REFLECTION ……………………………………....…… 71
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WORK PLAN
SUMMER INTERNSHIP - WORK PLAN
Student's Name: ZACHERY S. USSELMAN
Student's PRTM Concentration: SPORT MANAGEMENT
Agency Name: SEATTLE SPORTS COMMISSION
Agency Address: 701 PIKE STREET, SUITE 800 | SEATTLE, WA 98101
Phone: P. 206.461.5800
Fax: F. 206.461.5855
Agency Supervisor: KEVIN TICEN
Agency Supervisor's Title: DIRECTOR, MARKETING & COMMUNICATIONS
Agency Email: KTICEN@SEATTLESPORTS.ORG
Agency Webpage Address: WWW.VISITSEATTLE.ORG/SEATTLE-SPORTS-COMMISSION/
Internship Start Date: MAY 14, 2018
Internship End Date: JULY 20, 2018
Agency Description:
The Seattle Sports Commission works within the Greater Seattle Area (All of Western
Washington). The organization is involved in bringing professional, amateur and
recreational sport to Seattle. However, the main focus is on large scale events. The
overall goal for the organization is to drive economic development for the city through
sport.
The Seattle Sports Commission has four employees, they are a sub division of Visit
Seattle which employs 75 individuals.
Along with driving economic development for the Greater Seattle Area, employees of
this company are also stewards of Seattle’s sports history and sport stars. They
celebrate culture, community and history through their work.
Internship Description:
The Seattle Sports Commission internship will provide areas of experience in market
segmentation, market research, sponsorship, target market development,
ticketing/credential distribution, and market plan development. The intern position
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allows me to work directly under the director of marketing & communications so that I
can assist in any or all areas deemed necessary.
There are four major events that are outlined below in the scope of work Seattle Sports
Commission provided. A large amount of work for the major events involves market
segmentation and developing a marketing plan to reach target markets. Sponsorship is
the other area that will receive a large amount of attention in concern to large scale
events.
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To: Zach Usselman
It is with great pleasure that Visit Seattle offers you the position of Sports Marketing Intern
reporting to Ralph Morton and Kevin Ticen. This letter will detail our offer to you:
Title: Sports Marketing Intern
Timeline: May 14th – July 20th
Hours: 40 hours a week
Compensation: For credit plus ORCA card for the duration
Learning objectives:
The goal is to provide experience from the brainstorm stage of both marketing and
sponsorship through plan development.
84th MTR Western Sports Star of the Year:
1. Brainstorm to develop a marketing segment
2. Build marketing plan to reach identified market segment
3. Develop and execute operational plan to assist with ticket or credential
distribution
6th Annual Women’s Leadership Breakfast
1. Help to research and develop list of potential panelists
2. Build marketing plan to reach identified market segment
SSC Open:
1. Prospect and identify 1-2 $500 sponsors
2. Create sponsorship deck for previously identified sponsors
Urban-X
1. Identify a target market for Urban-X
2. Develop and execute marketing plan for identified target market
We greatly look forward to having you join Visit Seattle as an intern. Kindly indicate your
understanding and acceptance of our offer by signing below and returning at your earliest
convenience. We would appreciate having your response by the end of the day.
Sincerely,
I accept your offer as outlined in this letter.
Zachery S. Usselman 3/15/2018 ________________
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Internship Outcomes:
Interning for the Seattle Sports Commission, I hope to learn how to program for large
scale events; from the idea phase all the way to implementation. Market research will be
a large part of the internship and I believe this is an important skill for anyone looking to
immerse themselves in the world of sport. Through this, I will learn what drives
individuals and also families to become involved in sport. I will be fortunate to partake in
this process within the great city of Seattle, where there is an enormous market for
sport and major developments in the coming years. I aspire to become a sport business
administrator, and interning for the Seattle Sports Commission will assist me in that
journey. Because the operation only includes four employees, I will be able to
experience every aspect of the organization from marketing to communication, as well
as, the experiences of the day to day operations for the chief executive officer (Ralph
Morton). This organization is involved in all things sport for the City of Seattle creating
rich networking opportunities for careers beyond the internship. Interning with the
Seattle Sports Commission will help me to develop the necessary skills when becoming
a sports business professional.
Compensation:
$15.00 / hour
ORCA Card (bus pass)
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AGENCY ANALYSIS
Community Description
The Seattle Sports Commission is dedicated to establishing Seattle as a premier sports city in
the US with goals of global recognition. Based in the Washington State Convention Center, the
Seattle Sports Commission is in the heart of downtown Seattle, blocks away from Pike Place
Market. Seattle is a city that embraces diversity and expresses love for the outdoors. With just
shy of 610,000 people that reside in Seattle’s city limits, Seattle serves a population closer to 4
million. The Greater Seattle Area spans from Everett to Tacoma and as far East as Issaquah,
spanning 5,872.35 square miles.
The 2016 American Community Survey (ACS) estimates:
Share of population (25 years and older) with a bachelor's degree or higher: 63%
Household median income: $83,476
Family median income: $118,745
Per capita income: $55,184
Poverty rate: 11.5%
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The Sports Commission is not just involved in highly recognized events, but also initiatives to
encourage the people of Seattle to explore the area and pursue a healthy-well rounded lifestyle.
Because of this lifestyle pursuit, Seattleites embraces the rich sports culture of the Seahawks,
Mariners, Sounders, and our former NBA team the Supersonics. Seattle encourages residents
and visitors to get outside and explore our national and state parks, the local music scene, and
the fresh pacific seafood to fulfill a healthy and active lifestyle.
SEATTLE VENUES
Baseball, football, soccer or golf fans, enjoy a treat. Rent the Seattle Mariners baseball stadium
or the Seattle Seahawks (football) and Sounders FC (soccer) stadium located in downtown
Seattle. Host a meeting or reception at Newcastle Golf Club, just a 20-minute drive away with
sweeping views of downtown Seattle, lakes, mountains and green hills.
URBAN VS. NATURE: SEATTLE HAS IT ALL
What defines Seattle is its capability to evolve with the times yet stay true to its unique self. As
downtown is once again vibrant and thriving, so too are the vast outdoor options in and around
Seattle. With more than 400 parks and 6,200 acres of park land spread throughout the city, it is
nearly impossible to find an activity that can’t be enjoyed outdoors. Our warm and dry
summers with daylight long into the evening, make Seattle an ideal place to experience nature.
From hiking the Cascades or Olympics to golf to enjoying a multiple of water sports on our
many lakes and Puget Sound, there is an outdoor option for everyone. In the winter months,
snow sports abound as trails and ski resorts dot the Cascade Mountains. Whether visiting
Seattle overnight or for a few weeks, to truly experience the city it must be properly done
outdoors.
WORLD-CLASS CITY
Seattle is rapidly growing into a premier destination for travelers around the world. Whether in
Seattle for an NCAA Championships an Olympic Trials or to see one of our professional and
collegiate teams, Seattle offers some of the best venues and top level sports events to
experience. From amazing hotels to a vibrant food scene, to one of the top music scenes in the
country, the Emerald City welcomes all with picturesque landscape and spectacular views.
With more than 19.2 million visitors a year, Seattle’s tourism market is thriving alongside its
booming economy powered by Fortune 500 businesses such as Boeing, Amazon, Microsoft, and
Starbucks.
Seattle is ranked as one of the top 25 sports cities in the U.S. (Fansided, 2016)
Seattle is the 14th largest media market in the country (Top-100 Media Markets)
Seattle is ranked the No. 2 city in the world for economic development (Visit Seattle)
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Seattle is ranked No. 14 best city in North America (Travel + Leisure)
Seattle sports fans are ranked No. 1 on USA Today’s best fans ranking list (FTW USA
Today)
CenturyLink Field is ranked the 4th best stadium in the NFL (Sporting News)
Seattle has 12,308 hotel rooms available downtown and 34,591 available in King County
(Smith Travel Research, Inc. and Visit Seattle data Port of Seattle)
Seattle has a very mild climate with wintertime highs in the mid-40s to mid-50s and
summertime highs in the mid-70s (Visit Seattle)
Seattle-Tacoma International Airport is the 3rd best regional airport in the United
States, and 10th best regional airport in the world — only 15 miles south of downtown
Seattle and accommodates approximately 37.5 million passengers per year (Visit Seattle
data Port of Seattle)
Marketing Plan
The Seattle Sports Commission is dedicated to branding Seattle as one of the world’s most
sought after sports destinations. Embracing the beauty of the Pacific Northwest and rich
historical culture, Seattle is marketed as a host site that has more to offer than just facilities.
The Seattle Sports Commission promotes Seattle and drives economic gains through sports
franchise, figures, and the community. We are intertwined with business leaders, community
activists, friends and family.
EXECUTIVE SUMMARY
The Five-Year (2017 to 2021) Seattle Sports Commission (SSC) Strategic Plan is a road map for
the Board of Directors, staff, Visit Seattle (VS) and our community partners. This plan sets
forth priorities, goals, objectives and strategies to guide the organization and measure its
success.
The SSC exists to harness the power of sports by proactively pursuing opportunities such as
the Super Bowl, World Cup, NCAA Championships, Olympic Trials and the return of the
Sonics. This is made possible by stakeholders who invest in the sports industry and the SSC’s
efforts to attract, create and sustain a portfolio of sporting events that deliver a broad and
positive impact for the region. These events fill hearts and hotel rooms, create inspiration and
business development, and define Seattle’s unique brand.
The power of sports is that authentic moment when everything comes together to create a
community changing experience. It is fans packing the streets for a Seahawks parade, a
champion hoisting a trophy in victory, a runner finishing her first marathon, a championship
volleyball team cutting down the net, a local team advancing in March Madness, the culmination
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of a perfect dive to become an Olympian, and stepping off a sail boat onto solid ground, having
just circumvented the globe.
The SSC is positioned to develop and attract more major events and opportunities for our
region, building on its national sports reputation. This begins with a Board of Directors that
provides vision, momentum, and the financial strength and resources to take intelligent risks in
a quest to host community-changing events.
This Strategic Plan outlines three keys to achieving our Five-Year goals:
1. Significantly increase sustainable funding sources and maintain efficiencies so
as to build reserves: Sports are the catalyst, yet money is a key driver of success.
The SSC must not only strengthen investment from board members and the tourism
industry, but also reach a broader community for support to maximize our
effectiveness.
2. Pursue a balanced portfolio by both creating and attracting the most
prominent and impactful sporting events: The SSC will place Seattle in the
forefront of major sports opportunities with a strategic sales effort alongside effective
development of successful mission driven events to benefit the community along
established metrics.
3. Empower, activate and engage an autonomous Board of Directors whose
membership serves as regional leaders and advocates for sports: Commitment
and support from each Officer and Board Member unlocks the leadership potential and
allows the Executive Committee to leverage all needed resources for successful
outreach and events.
This plan will solidify Seattle as a world-class sports community, strengthen our economic and
social health, and create more magic moments for every race participant, sports fan and aspiring
athlete among us.
THE FOUNDATION OF THE SEATTLE SPORTS COMMISSION (SSC)
MISSION
Maximize Seattle’s potential as a world-class sports community.
VISION
The Seattle Sports Commission (SSC) is the region’s premier sports organization for creating
and attracting high profile and impactful sporting events. The SSC serves as a catalyst for
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creating positive economic impact, building a vibrant and active community, promoting Seattle
as an international sports destination, and cultivating a positive culture for the sports industry.
PHILOSOPHY
Competitive and recreational sports are an effective enterprise for generating economic
development and providing a more vibrant community for Washington residents and
businesses.
SSC PILLARS:
I. Host events that generate significant economic impact through marketing, tourism
and participation.
II. Serve as influencers, leaders and advocates for local sports franchises, programs,
events, venues and institutions, shaping public opinion and public policy on their behalf.
III. Enhance Seattle’s reputation by generating global marketing exposure as a premier
sports destination.
SITUATION ANALYSIS:
The SSC has built a national reputation hosting major sporting events, supported by an
influential board of directors with unlimited potential, but it needs new, sustainable revenue
streams in order to grow from a respected organization to a dynamic force in the industry.
A vibrant SSC can help overcome many of Seattle’s challenges as a sports destination, such as
high hotel rates, perceived poor weather, lack of a premier indoor arena, geography (drivability)
and limited government financial support. There are also hundreds of sports commissions
nationally. While these are the realities, the SSC’s strategy is to rely on its strengths, not the
competition or obstacles.
Seattle is a unique destination with a distinct culture, stunning scenery and a vibrant business
community. It has all the elements of a world-class sports community. The SSC and sports can
be a catalyst for more hotel rooms, sports venues and infrastructure in the region. It can
champion sports facilities to put us on par with any other sports city, and be the organizing
force for the return of the NBA, the arrival of the NHL and support for our existing franchises.
Alaska Air and Delta Airlines have brought the world closer to Seattle. Businesses want to join
Microsoft, Boeing, Amazon, Starbucks and others in the region. The recreational and outdoor
sports opportunities are unsurpassed anywhere in the country. The Seahawks and the 12s have
singularly changed our sports culture and the way the rest of the nation views the dynamic
Pacific Northwest.
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But competition is fierce. There is a finite pool of opportunities, filled with sharks
(communities) in hot pursuit. This has led sports commissions into event development and
ownership as a critical part of their business, with impacts going well beyond heads in beds.
Many sports commissions are prioritizing youth sports, health and fitness, women’s leadership,
disadvantaged and special needs populations, sports culture, sportsmanship, community brand
building and other initiatives for their organizations.
The SSC is in a position for growth and greater success. The time is right for this community
to reach its potential by hosting major events that can have a profound impact on the
community.
BEST PRACTICES FOR SSC:
Entrepreneurial approach to events and nonprofit management.
Strong and sustainable funding for the SSC to take greater financial risk on events.
Strong capacity to produce turn-key events. Delivery on events builds reputation and
relationships.
When the executive committee leads and the board leans in, the SSC can achieve
anything.
An empowered board is the key driver of the financial success of the SSC.
Ability to seamlessly host multiple events that are financially successful and mission
driven.
A balance of owned and attracted, quality and major events with measurable impacts.
Strong national relationships with sports governing bodies and event owners.
Focus on the strengths of Seattle’s sports industry.
Cultivate strong, mutually-beneficial relationships with key elected officials at the local
and state levels.
Consistent and effective economic impact calculator and reporting on metrics.
GOAL: The goal for the Seattle Sports Commission (SSC) is to be a financially independent
organization capable of consistently creating and attracting community-changing events that
impact the region’s economy, quality of life and culture, and enhance its reputation as a premier
sports destination.
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OBJECTIVE I: Increase the SSC’s annual operating revenue to more than two million dollars
annually from diverse funding sources while increasing reserves by more than $100,000 annually
and $500,000 total by 2021.
STRATEGY I.1: Build steady, balanced and sustainable sources of revenue by targeting funding
from the tourism industry, board members, corporate partners, event profits, fundraising and
government support.
TACTICS
a. Secure a 20% annual increase in funding from VS and tourism industry for the SSC by
providing measurable results that complement the needs of both entities, including
economic impact, attendance, participation and marketing value for each prospective
and hosted event, consistent with VS metrics. The focus will be to expand and target
new companies in the tourism industry.
b. Set objectives of a 5% to 10% annual increase in revenue from current and future SSC
events, while aggressively investing in their financial performance and sustainability.
c. Increase the average board member investment by creating a more vibrant and valuable
SSC Corporate Partnership experience, evaluate board dues and develop new
sponsorship opportunities. Set a target of a 10% annual increase in board Corporate
Partnerships over the life of the plan.
d. Prioritize targeting more non-board Corporate Partners and sponsors, for both fund /
friend raisers. Set a first year goal of $50,000, with an annual 25% percent annual
increase for five years.
e. Establish mechanism for saving and building meaningful cash reserves for hosting major
events.
f. Establish an annual SSC fundraising event that provides exclusive sports experiences and
has the potential to raise $50,000 in year one, with a 25% annual increase thereafter.
g. Re-imagine Empower Play 501(c)(3) as a resource for growing amateur sports in the
region.
OBJECTIVE II: Create, own and operate four to six annual events that each generates
$100,000 to $250,000 in revenue and 15,000 active participants annually.
STRATEGY II.1: Build a balanced portfolio of attracted and owned events which support the
SSC pillars, meet financial objectives and activate the SSC in the community. Build on existing
SSC events with the focus to create economic impact and exposure for the region.
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TACTICS
h. Evaluate new events that significantly impact the SSC Pillars and are financially
sustainable. Focus on one new event in 2018 and 2019, with each generating a minimum
of $150,000 in revenue.
i. Grow the Seattle Urban Trek into an experiential event that draws more than 1,000
teams and 3,000 people, along with generating more than $100,000 in revenue.
j. Develop the Women’s Leadership Breakfast into a marquee event that exceeds
$100,000 in revenue and enhances the SSC position in the community by becoming
more than just a single day event.
k. Make a significant investment in Sports Star of the Year in 2017 to increase revenue to
more than $250,000 while cultivating a stronger sense of Seattle sports community.
l. Evaluate and re-envision the Washington Games to determine if there is a broader,
expanded and more relevant impact, or discontinue.
STRATEGY II.2: Attract three to four major events annually that bring together the community
and have a significant impact across all of the SSC pillars.
TACTICS
a. Take the lead in targeting, evaluating and attracting major national and international
events by showcasing Seattle’s unique natural, cultural and corporate resources.
b. Target events with a high probability of success and an affluent demographic.
c. In addition to traditional events, target areas for growth in underserved niches such as
women’s athletics, emerging sports, international competitions and non-traditional
events.
d. Build a 10 year funding strategy surrounding major events, proposing the lineup that will
be “Seattle’s Olympics”. Target the world’s premier events, including Super Bowl,
World Cup, NCAA Championships, X-Games, Olympic Trials, and Conference
Championships, PGA and USGA Championships and others.
STRATEGY II.3: Improve the operational capacity of the SSC to manage events at an elite level,
while maintaining a lean and nimble staff with low overhead.
TACTICS
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a. Hire a Manager of Business Development and Manager of Events & Sports Development
in 2017 to lead an expanded partnership program, event revenue and expanded capacity
for hosting events.
b. Implement a 5 year strategy to increase staff resources proportional to revenue and
workloads.
c. Enhance reporting on planning, event sales, ticket sales, registrations, financials, website
analytics and other important data.
d. Use contractors where appropriate to implement major or time intensive events
without increasing overhead costs.
OBJECTIVE III: Develop an SSC organizational structure that will empower a more active,
knowledgeable, committed and connected board with 100% active participation and
engagement.
STRATEGY III.1: Enhance the SSC’s organizational structure and define the SSC’s partnership
with Visit Seattle (VS) and other important stakeholders.
TACTICS
a. Provide the SSC Board of Directors with the full power and autonomy of a
governing body for the organization.
b. Establish financial mechanism such as an independent fund for SSC to save reserves.
c. Establish complementary roles for SSC and VS staff, events and projects to generate
new revenue, greater marketing exposure and more prospective leads.
d. VS Partner Services will collaborate with the SSC to sell sponsorship and corporate
partnerships.
e. Integrate the SSC website into VS site, enhancing the promotion of “Seattle Sports”
and the SSC.
f. Create better connection between the SSC and VS board of directors.
g. Collaborate with the VS convention sales team on event prospecting, evaluation and
reporting.
h. Use SSC events to clearly promote the SSC brand and its partnership with VS and
stakeholders.
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STRATEGY III.2: Empower the SSC board of directors by increasing its self-governance; better
engaging its members; maximizing members’ leadership skills; and eliciting leadership from
officers and the executive committee.
TACTICS
a. Increase funding for board meetings that engage, inform, build consensus, network,
entertain, energize and ultimately become the launching pad for successful SSC
projects.
b. Initiate effective networking events to kindle personal relationships between board
members, recruit new members and provide opportunity to entertain key clients.
c. Have Executive Committee consider six (6) meetings a year and six (6) board
meetings a year, or maintaining four (4) board meetings and four (4) “Unbored”
meetings for engagement, networking and connection to the sports franchises.
d. Promote board members as leaders in the community by directly associating them
with successful SSC events and raising the profile of members through lists, apparel,
social media and other means.
e. Maintain a rotation of officers, executive committee, new members and resignation
of members.
f. Clearly define the roles, commitment, leadership and expectations of the SSC Board
and executive committee through an active on-boarding process for new members,
including a detailed manual and the adoption of each new member by a designated
executive committee member for one year.
g. Implement an active committee structure with required board participation,
including the Executive, Governance, Finance, Public Affairs and Development
Committees.
OBJECTIVE IV: Reach a minimum of 50 sports governing bodies and event owners annually,
along with increasing the number of impressions the SSC reaches via electronic media by 100%.
STRATEGY IV: Strengthen the SSC’s and Seattle’s brand locally and nationally by focusing on
Seattle sports as the purpose for the organization.
TACTICS
a. Create, attract and/or facilitate events that are broadcast nationally or
internationally.
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b. Enhance relationships with event owners by playing leadership roles with national
and international associations, conferences, best practices meetings and prospective
events.
c. Implement comprehensive electronic media campaign to event organizers and sports
tourists, effectively marketing Seattle’s active lifestyle and participant driven
activities.
d. Profile prospective and priority events, track measurable economic impact, return
on investment, risk, funding, sustainability, operational requirements, media and
attendance.
OBJECTIVE V: Build a mutually beneficial relationship between the SSC and sports industry
that receives 90% approval rating in a survey of board members and Seattle sports franchises,
teams, events and venues.
STRATEGY V.1: Maximize the impact the SSC has on the region by supporting established
sports franchises, teams, events and venues.
TACTICS
a. Establish sports as a designated economic cluster for Washington State, reporting on
the industry’s economic impact for the region.
b. Create a board committee to serve as a proactive advocate for the sports industry.
c. Focus on the positive off the field work of professional athletes in the community.
STRATEGY V.2: Champion the return of the NBA, expansion of the NHL and create an
initiative to spearhead needed amateur athletic facilities.
TACTICS
a. Produce a feasibility study for potential and needed sports venues for the region.
b. Serve as the central organization to facilitate discussion, mediate and drive a feasible
solution.
c. Build a business model with the City of Seattle for KeyArena that is conducive to
long-term viability of the venue and makes it financially feasible for hosting
dramatically more events.
d. Lead, envision, plan and/or facilitate the development of major sports venues,
including a new NBA / NHL arena, motorsports and other sports facilities.
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SUCCESS FACTORS - SCORECARD
I. Financials: Corporate Partners, Sponsorships, Government and Tourism Funding
II. SSC Owned Events: Evaluate based on economic impact, participation (ticket sales,
registration), revenue, sponsorship, expense and net profit.
III. Hosted Events: Evaluate prospective, scheduled and completed events based on
economic impact, spectators, participants, media value and financial impact on the SSC.
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APPENDIX I – FIVE-YEAR FINANCIAL BUSINESS MODEL
The focus of this plan is to make initial investment in events, corporate partnership, staffing and
key areas, and then look for steady economic growth across all resources.
Growth 2017 2018 2019 2020 2021
REVENUE
SSC Owned Events
Sports Star Set, 10% $185,000 $220,000 $247,500 $272,250 $299,475
Seattle Urban Trek Set, 10% $27,085 $45,000 $55,000 $65,000 $75,000
SSC Open 5% $40,000 $45,000 $47,500 $50,000 $52,500
Women's Leadership Set, 10% $83,500 $85,000 $87,500 $92,500 $100,000
PNW Football Hall of Fame $15,356 $20,000 $25,000 $30,000 $35,000
Baseball Showcase Set, 10% $0 $0 $200,000 $225,000 $250,000
Event 6 Set, 10% $0 $0 $150,000 $165,000 $181,500
Fundraising Event 20% $0 $0 $100,000 $125,000 $150,000
Corporate Partners
Board 10% $230,000 $253,000 $278,300 $306,130 $336,743
Non Board Set, 25% $50,000 $100,000 $120,000 $144,000 $172,800
Tourism Industry 20% $200,000 $240,000 $288,000 $345,600 $414,720
Government Funding 10% $12,500 $13,750 $15,125 $16,638 $18,301
Total Revenue $843,441 $1,021,750 $1,613,925 $1,837,118 $2,086,039
EXPENSES
Administration Set, 10% $487,000 $560,000 $616,000 $677,600 $745,360
Operating Expenses 5% $16,500 $17,325 $18,191 $19,101 $20,056
Sales / Marketing 15% $30,000 $34,500 $39,675 $45,626 $52,470
SSC Owned Events
Sports Star Set, 5% $155,000 $230,000 $241,500 $253,575 $266,254
Seattle Urban Trek Set, 5% $25,000 $30,000 $31,500 $33,075 $34,729
SSC Open Set, 5% $20,000 $25,000 $26,250 $27,563 $28,941
Women's Leadership Set, 5% $37,000 $40,000 $42,000 $44,100 $46,305
Event 5 Set, 5% $0 $0 $175,000 $183,750 $192,938
Event 6 Set, 5% $0 $0 $150,000 $157,500 $165,375
Fundraising Event Set, 10% $0 $0 $75,000 $82,500 $90,750
Corporate Partners Set, 10% $25,000 $27,500 $30,250 $33,275 $36,603
Total Expenses $795,500 $964,325 $1,445,366 $1,557,665 $1,679,779
NET PROFITS $47,941 $57,425 $168,559 $279,453 $406,260
RESERVES $47,941 $105,366 $273,925 $553,378 $959,638
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APPENDIX II – BOARD COMMITMENT AND EXPERIENCE
The SSC board of directors will see themselves as:
Ambassadors and advocates for the region’s sports industry
The wind in the sails behind the SSC
Stakeholders in our region’s sports community
The catalyst for the success of the SSC and its projects
Members of the SSC’s extended sales team
Personally connected to fellow board members
The board member’s commitment to the SSC includes time, resources (financial support),
influence (connections), experience (input) and expertise (skills). As part of their responsibility
to the SSC, board members will commit to:
Attend board meetings and SSC events
Join a committee to become directly connected to an SSC event
Share influence in the community to promote SSC events and initiatives
Personally invite co-workers and peers to attend SSC events
Be a student of SSC projects and the local sports industry
Provide input to the SSC staff and fellow board members
Consider how individual leadership can be the tipping point for a successful SSC event
Be visionaries for the region’s sports industry
Meet financial obligation as a member of the board of directors
The core leadership of the SSC is the Executive Committee that provides:
Strategic Leadership: Guide and inspire the board to support the mission of the SSC
Board Development: The leadership role in building, managing and mentoring the board
Fiduciary Responsibility: Primary financial oversight
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Governance: Set policies and procedures
Information: Reports its work to the full board of directors
Involvement: An annually rotating body of members and officers empowering leaders
APPENDIX III – ANALYSIS OF THE 10 MOST PROMINENT SPORTS COMMISSIONS
The four following charts are an analysis of the highest performing and most successful sports
commissions in the country. The data from their 2013 IRS 990’s clearly indicates the following:
1. The correlation between strong revenue and results
2. The importance of financial reserves to a sports commission
3. The need for staff resources to balance board resources
4. The importance for clarity in mission
FINANCIAL OVERVIEW – REVENUE ANALYSIS
Sports CommissionContrib. /
Grants
Program
Services
Gov't
Grants
Member
Revenue
Event
Revenue
Total
Revenue
Richmond Sports Backers $936,809 $5,896,192 $219,302 $0 $5,896,192 $7,201,752
Greater Cleveland Sports Commisison $1,875,475 $3,432,237 $818,879 $0 $3,432,237 $5,547,468
Indiana Sports Corporation $2,325,053 $1,603,408 $350,000 $399,302 $0 $4,611,122
Greater New Orleans Sports Foundation $1,443,364 $1,826,008 $1,049,314 $0 $1,443,000 $3,666,061
Central Florida Sports Comm. (Orlando) $821,707 $2,557,671 $639,707 $0 $2,557,671 $3,384,984
San Antonio Sports Commission $1,257,577 $1,100,243 $282,265 $0 $1,100,243 $2,398,936
Greater Kansas City Sports Commission $171,322 $1,329,314 $0 $40,722 $1,329,314 $1,500,653
Greater Louisville Sports Commission $892,777 $442,313 $497,650 $0 $442,313 $1,362,234
St. Louis Sports Commission $545,995 $96,271 $0 $545,995 $0 $676,901
Seattle Sports Commission $75,000 $459,000 $5,000 $0 $533,000
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FINANCIAL OVERVIEW - EXPENSES, STANDING & RESERVES
ORGANIZATIONAL, STAFFING & BOARDS
Sports CommissionTotal
RevenueSalaries
Total
Expense
Rev / Less
Expense
Fund
Balance
Indiana Sports Corporation $4,611,122 $1,725,528 $4,168,122 $443,000 $8,725,412
Greater New Orleans Sports Foundation $3,666,061 $1,416,880 $2,258,384 $1,407,677 $2,958,063
Central Florida Sports Comm. (Orlando) $3,384,984 $824,809 $3,304,304 $80,680 $2,018,800
Richmond Sports Backers $7,201,752 $2,223,639 $6,962,429 $239,323 $1,576,788
Greater Cleveland Sports Commisison $5,547,468 $1,488,143 $5,542,943 $4,525 $1,309,901
St. Louis Sports Commission $676,901 $519,176 $854,723 ($177,822) $1,181,735
San Antonio Sports Commission $2,398,936 $1,271,250 $2,296,021 $102,915 $674,576
Greater Kansas City Sports Commission $1,500,653 $409,936 $1,478,094 $22,559 $597,981
Greater Louisville Sports Commission $1,362,234 $542,191 $1,337,501 $24,733 $182,972
Seattle Sports Commission $533,000 $386,000 $534,000 ($1,000) $50,000
Sports Commission# of
Staff
# of
Board
Brd -
Staff %Organization Established
Richmond Sports Backers 36 33 109% Independent 501c6
Central Florida Sports Comm. (Orlando) 14 16 88% Independent 501c6, w/ associated 501c3 1993
Indiana Sports Corporation 28 35 80% Independent 501c6, w/ associated 501c3 1979
Greater Kansas City Sports Commission 12 29 41% Independent 501c6, w/ associated 501c3 1989
San Antonio Sports Commission 20 77 26% Independent 501c3 1984
Greater Cleveland Sports Commisison 14 77 18% Independent 501c6
Greater Louisville Sports Commission 7 64 11% Independent 501c3 1999
Greater New Orleans Sports Foundation 12 134 9% Independent 501c6 1988
St. Louis Sports Commission 10 124 8% Independent 501c6, w/ associated 501c3 1989
Seattle Sports Commission 3 100 3% Division of CVB 2003
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MISSIONS
SPORTS COMMISSION IMPACTS
The majority of Sports Commissions nationally use the economic impact of events at their
primary, if only metric for success in their community. The focus also tends to be on the
overall sports impact of sports for a region.
Sports Commission Mission
Central Florida Sports Comm. (Orlando) Strategically solicits, creates and supports marquee sports-related events and business
Greater Cleveland Sports CommisisonMeasurably enhance the economy, image and quality of life in the Greater Cleveland
community by attracting and creating significant sporting events and activities
Greater Kansas City Sports Commission Promote Kansas City through Sports
Greater Louisville Sports CommissionPromote healthy lifestyles and enhance vitality by attracting, creating and hosting
quality sporting events in the Louisville area
Greater New Orleans Sports FoundationAttract and manage sporting events that have a positive economic impact on the
Greater New Orleans area.
Indiana Sports Corporation
To create positive impact by hosting world-class sporting events that enhance vibrancy
in the community, build civic pride, drive economic impact and media exposure, and
encourage opportunities for youth.
Richmond Sports BackersProduce and support nationally recognized quality sporting events and programs that
motivate locals and visitors alike to be more active.
San Antonio Sports Commission
Transform our community through the power of sports. San Antonio Sports has been
transforming our community through the power of sports by developing Healthy Kids,
Places to Play and Events that Impact.
Seattle Sports Commission Maximize Seattle’s potential as a world-class sports community.
St. Louis Sports Commission To make St. Louis a better place to live, visit, work and play through sports.
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Sports Commission Economic Impact
Central Florida Sports
Comm. (Orlando)
The Sports Commission represents the City of Orlando as well as Lake, Orange, Osceola and Seminole
counties. In 2015, the Sports Commission’s event calendar featured 77 events that drove more than
234,000 visitors, 196,000 room nights and $131 million in economic impact to the Central Florida region.
Greater Cleveland
Sports Commisison
The Greater Cleveland Sports Commission is responsible for attracting, managing or hosting over 160
events in Greater Cleveland resulting in more than $450 million in economic activity.
Greater Kansas City
Sports Commission
Since its beginning in 1966, the Sports Commission has worked to promote sports and recreation at every
level. Since 1990, the organization has helped generate in excess of $750 million in estimated economic
impact on the surrounding metropolitan area. The Sports Commission sponsors annual events including
youth clinics, annual community and membership luncheons and community-sponsored athletic events.
Greater Louisville
Sports Commission
The LSC is a Louisville, Kentucky-based 501(c)(3) not-for-profit corporation. Since our inception in
1999, we have developed a solid reputation of “Event Success Guaranteed” among local sports
organizations, national and international governing bodies of sports, and other rights holders. This is a
reflection of Louisville’s can-do spirit and penchant for embracing visitors and events that come to our
community. And our desire to promote healthy lifestyles.
Greater New Orleans
Sports Foundation
Since 1998, GNOSF events have turned a $64.7 Million investment, from public and private sources, into
more than $2 Billion in economic impact for the City of New Orleans and State of Louisiana. In 2013,
Super Bowl XLVII alone generated an estimated $434M economic impact, with $15.2M in state tax
dollars*.
Indiana Sports
Corporation
Since 1979, Indiana Sports Corp has hosted more than 400 events in central Indiana, with a very
conservative impact of more than $4 billion in direct visitor spending. Since 2015, Indiana Sports Corp
impacted 127,625 Indiana youth through a number of programs and initiatives.
Richmond Sports
Backers
Sports Backers, a 501(c)(3) non-profit, pursues a goal to transform greater Richmond into the most
physically active community in the nation by leading the area in embracing and celebrating an active
lifestyle. Our Events and Programs are designed to foster active lifestyles for everyone.
San Antonio Sports
Commission
$534 million in direct economic impact since 1991, millions of dollars of national and international media
exposure, 1,125 students at 45 schools receive enhanced in- and after-school training, 140,000+
elementary students have the opportunity to participate annually in our anti-obesity campaign, 180,000+
elementary students are invited annually to get fit with our eight-week marathon walking/running program,
successfully campaigned for the passage a bond and taxes that provided $79 million for new and improved
athletic facilities and parks, and $80 million (which was leveraged by $120 million in private support
including land donations) to develop 13 new facilities.
Seattle Sports
Commission
Since 2004, the Seattle Sports Commission has had an approximate $267,836,000 impact on the region
and 879,000 participants and spectators at SSC owned and hosted events.
St. Louis Sports
Commission
To use the power of sports to enhance the region’s quality of life and generate economic and social benefit
for St. Louis. To grow, strengthen and move St. Louis forward through sports.
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Organizational Structure and Culture
The Seattle Sports Commission is a subdivision of VisitSeattle. The organization receives
funding and sponsorship from VisitSeattle. Ralph Morton serves as the Executive Director,
leading the team and board of commissioners in the direction envisioned. Ralph is followed by
Amanda and the acting Board of Commissioners. Elisa is in charge of business development and
handling the sales portion of the Seattle Sport s Commission. Mara is the sports marketing
manager, streamlining communications and producing content to market the organization. The
Board of Commissioners see themselves as:
Ambassadors and advocates for the region’s sports industry
The wind in the sails behind the SSC
Stakeholders in our region’s sports community
The catalyst for the success of the SSC and its projects
Tom Norfolk
VisitSeattle CEO
RalphMorton
Executive Director
Elisa Levinson
Business Development Manager
Rylee DeWitt
Intern
Mara Mote
Sports Marketing Manager
Zach Usselman
Intern
Amanda Streams
Drector, Events & Sports Development
SSC Board of Commissioners
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Members of the SSC’s extended sales team
Personally connected to fellow board members
The board member’s commitment to the SSC includes time, resources (financial support),
influence (connections), experience (input) and expertise (skills). As part of their responsibility
to the SSC, board members will commit to:
Attend board meetings and SSC events (4-Quarterly)
Join a committee to become directly connected to an SSC event
Share influence in the community to promote SSC events and initiatives
Personally invite co-workers and peers to attend SSC events
Be a student of SSC projects and the local sports industry
Provide input to the SSC staff and fellow board members
Consider how individual leadership can be the tipping point for a successful SSC event
Be visionaries for the region’s sports industry
Meet financial obligation as a member of the board of directors
The core leadership of the SSC is the Executive Committee that provides:
Strategic Leadership: Guide and inspire the board to support the mission of the SSC
Board Development: The leadership role in building, managing and mentoring the board
Fiduciary Responsibility: Primary financial oversight
Governance: Set policies and procedures
Information: Reports its work to the full board of directors
Involvement: An annually rotating body of members and officers empowering leaders
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Personnel Practices
The first 90 days of employment at Visit Seattle (or, in the event of a transfer to any new
position within the company, the first 90 days in your new position) is considered an
orientation period. During this time, you will receive the training necessary to perform your job
duties and your supervisor will evaluate your performance and ability to meet Visit Seattle
standards. The orientation period also provides an opportunity for you to demonstrate
satisfactory personal conduct and appropriate technical qualifications for your job. Similarly,
Visit Seattle will have the opportunity to demonstrate its suitability as your employer.
Orientation allows you to familiarize yourself with the different departments in small, brief
sessions in order to understand the organizational dynamic.
Before the end of the orientation period, employees will have a performance review with your
supervisor. If, in the judgment of management, performance is marginal, unsatisfactory, or is
deemed incompatible with Visit Seattle requirements, Visit Seattle may end employment. Note
that pursuant to at-will employment relationship with Visit Seattle, either the employee or Visit
Seattle may end employment at Visit Seattle for any lawful reason prior to or after your initial
performance review.
Visit Seattle reserves the right to modify or eliminate positions or job responsibilities at its
discretion to best meet the needs and goals of the organization. Nothing in this section is
intended in any way to create a promise of permanent or continued employment.
Hiring at the Seattle Sports Commission is done through the executive director, Ralph Morton.
A series of interviews are conducted to determine the quality of each candidate to then they
are relayed to HR. Once with HR, they are taken through the employee policies and
procedures.
New Hire Mentor Program
Definition of Mentor:
All new hires at Visit Seattle will be assigned a mentor for the first 6 months of their
employment. The mentor will provide guidance, motivation, emotional support, and role
modeling. The mentor may help with exploring careers, setting goals, developing contacts, and
identifying resources.
Goals of the Visit Seattle New Hire Mentor Program
1. Increase the success and retention rates of employees just starting at Visit Seattle;
2. Improve motivation and skills of both mentors and mentees;
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3. Ensure new hire is on track, oriented properly to Visit Seattle and to the DMO
world;
4. Engage and connect team members from all departments with each other so that they
develop a sense of community;
5. Help employees to develop confidence in communicating with leadership on a
professional and personal level;
6. Assist employees to define and develop professional goals.
7. Provide an open environment for new hire to ask questions.
Expectations of a mentor
8. Value the mentee as a person;
9. Develop mutual trust and respect;
10. Maintain confidentiality: It is up to the mentee to disclose anything discussed in the
mentor/mentee relationship UNLESS there is a legal or safety concern. In that case,
discuss with HR first.
11. Listen both to what is being said and how it is being said;
12. Help the mentee solve his or her own problem, rather than give direction;
13. Provide feedback to the supervisor on progress being made or issues that come up
– as appropriate
14. The mentor/mentee relationship does not replace the supervisor/direct report
relationship and any professional development plans that may be in the works. The
mentor acts as a coach only and may not interfere with a supervisor’s directive.
15. Mentor will provide periodic progress reports to Planning Committee that does not
compromise confidentiality of the mentor/mentee relationship.
Diversity Policy, Equal Employment Opportunity, Prevention of Workplace Harassment Policy,
Drug and Alcohol-Free Workplace Policy, Whistleblower Policy and the Conflict of Interest
Policy are all important policies that are set in place to create a positive and safe work
environment. Seattle radiates diversity and inclusion and representing the sports in this city, we
are to lead by example. Ethics are the main driving force behind the enforcement of the rules
and regulations here at the Seattle Sports Commission. The policy is not heavily enforced but
consequences are swift and effective when the policy is broken. As mentioned before, much of
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the following of rules and regulations is done with respect to ethics and integrity. When you
strive to become a world-class sports city, transparency is important. With that it is important
that the team conducts themselves in an ethical way, striving to hold the highest of integrity.
The job itself is a reward. You are rewarded with sporting events and opportunities to meet
the stars that represent Seattle. From time to time, there are small competitions are giveaways
but for the most part being a part of the sports commission is reward enough for employees.
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Financial Management Summary
The Seattle Sports Commission is a 501 (c) 6 nonprofit organization that relies heavily on
corporate partnership and board membership. This makes every encounter an opportunity to
build new relationships and generate more awareness of the organization. With major success
in the Seattle sports climate as of late, opportunities are rising everywhere. Many businesses
want to partner with Seattle sports and individuals want to serve on the SSC Board. We
depend on the success of sports in Seattle, without successful performances by our teams; we
face economic challenges because organizations do not want to associate. Events that are
partnered with a professional franchise are much more successful than those that do not.
Funding is hard to get at times, and to stay afloat we rely on those partnerships.
The major sources of revenue come from Board Membership, corporate partnerships, and
events. Because the Seattle Sports Commission is a 501(c) 6 nonprofit, a board committee is
established by paid membership. The second major source of revenue comes from corporate
sponsorship. Corporate sponsorship provides the Seattle Sports Commission to put on events
for the community. Without sponsorship, there would not be enough funding to promote
Seattle through sport. The third source of revenue comes from events. Little revenue if any is
made of events but they have the potential to generate small amounts of revenue. The major
expenses for the Seattle Sports Commission come into the realm of salaries. There are four
full-time employees and three paid interns. Putting on events is another major expense as the
venues, materials, food, etc. begins to add up fairly quickly. The money given by the corporate
sponsors is generally allocated to specific events. Event development is also a significant source
of expenses. It takes many resources to come up with a plan before event execution can occur;
all supplies need to be readily available.
The major assets of the Seattle Sports Commission holds are the various corporate
partnerships they have. We operate on the resources allocated to us from these partnerships.
However, these connections are powerful and allow us to do several important things to
promote Seattle as the premier sports destination. VisitSeattle leases the eighth floor of the
Washington State Convention Center and they recognize the sports commission as a
subdivision, allowing us to be a part of their office environment. I was not able to obtain a
balance sheet.
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Budgets are developed by the Executive Director, Ralph Morton. There is an initial meeting
process by each of the directors, but ultimately the final budget is made by the Executive
Director. Ralph will generally sit down in his office and run through the notes from the meeting
and various numbers to arrive at an appropriate budget for a given event.
With a small staff and being a subdivision of a major organization, the financial accountability
and controls are not heavily enforced. Being a nonprofit organization, financials are viewable to
the public. All SSC employees must go through VisitsSeattle before financial duties are
executed. Approval must be sought by the Executive Director, and then they are sent to
accounting at VisitSeattle. We are to create detailed reports and file all financial activity, labeling
with department and project codes. Employees need to get approval from the Executive
Director who then is to gain approval by the head of accounting at VisitSeattle.
Growth 2017 2018 2019 2020 2021
REVENUE
SSC Owned Events
Sports Star Set, 10% $185,000 $225,000 $247,500 $272,250 $299,475
Seattle Urban Trek Set, 10% $55,000 $85,000 $93,500 $102,850 $113,135
SSC Open 5% $57,000 $59,850 $62,843 $65,985 $69,284
Women's Leadership Set, 10% $42,500 $75,000 $82,500 $90,750 $99,825
Event 5 Set, 10% $0 $150,000 $165,000 $181,500 $199,650
Event 6 Set, 10% $0 $0 $150,000 $165,000 $181,500
Fundraising Event 20% $0 $75,000 $90,000 $108,000 $129,600
Corporate Partners
Board 10% $230,000 $253,000 $278,300 $306,130 $336,743
Non Board Set, 25% $50,000 $100,000 $120,000 $144,000 $172,800
Tourism Industry 20% $200,000 $240,000 $288,000 $345,600 $414,720
Government Funding 10% $12,500 $13,750 $15,125 $16,638 $18,301
Total Revenue $832,000 $1,276,600 $1,592,768 $1,798,702 $2,035,033
EXPENSES
Administration Set, 10% $487,000 $560,000 $644,000 $740,600 $814,660
Operating Expenses 5% $16,500 $17,325 $18,191 $19,101 $20,056
Sales / Marketing 15% $30,000 $34,500 $39,675 $45,626 $52,470
SSC Owned Events
Sports Star Set, 5% $155,000 $230,000 $241,500 $253,575 $266,254
Seattle Urban Trek Set, 5% $33,000 $75,000 $78,750 $82,688 $86,822
SSC Open Set, 5% $27,000 $28,350 $29,768 $31,256 $32,819
Women's Leadership Set, 5% $22,500 $55,000 $57,750 $60,638 $63,669
Event 5 Set, 5% $0 $150,000 $157,500 $165,375 $173,644
Event 6 Set, 5% $0 $0 $150,000 $157,500 $165,375
Fundraising Event Set, 10% $0 $50,000 $55,000 $60,500 $66,550
Corporate Partners Set, 10% $25,000 $27,500 $30,250 $33,275 $36,603
Total Expenses $796,000 $1,227,675 $1,502,384 $1,650,133 $1,778,921
NET PROFITS $36,000 $48,925 $90,384 $148,569 $256,112
RESERVES $36,000 $84,925 $175,309 $323,878 $579,990
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WE BELIEVE IN SPORTS
A strong sports culture fuels local businesses, creates jobs, energizes kids and families, and
unifies us in local pride. Sports provide a meaningful economic impact to our community.
Sporting events generate admissions tax revenue, sell hotel rooms, fill restaurants, build
community and market our region to the world. The Seattle Sports Commission is a
partnership of regional businesses, local governments, and universities who have joined forces
to advance opportunities to celebrate and deliver great sporting events—professional and
amateur—throughout our region. From NCAA Championships to Olympic Trials to major
professional championships, Seattle is a premier host destination.
SPORTS MARKET OUR REGION
The city of Seattle is prominently shown on every broadcast of a Seattle sports team. In 2015,
the Seahawks home opener was broadcast live on NBC with 2,749,587 people watching the
game for a national publicity value of $753,936 per: 30s. In addition, live sporting events
accounted for nine of the top 10 highest rated programs in 2016 according to Nielsen.
DESTINATION FOR MEGA EVENTS
In the past five years, the Seattle area has hosted the 2012 US Olympic Team Trials - Diving,
the 2013 NCAA Volleyball Championship, the 2015 NCAA Men’s Basketball 1st and 2nd
rounds, the 2015 U.S. Open, the 2016 Women’s PGA Championship, the 2016 Copa America
soccer tournament and will host the 2017 WNBA All-Star Game and the 2018 Special
Olympics USA Games. In the future, Seattle is primed to host a Super Bowl, MLB All-Star game
or World Cup matches.
SPORTS GENERATE LOCAL TAX REVENUE
In 2016, 3,723,423 people attended games of our professional sports franchises (Mariners,
Reign, Seahawks, Sounders, Storm). More than 500,000 attended University of Washington and
Seattle University games. At 5% of the ticket price, the admissions tax collected is significant.
SPORTS UNITE US AND BUILD COMMUNITY PRIDE
In 2014, an estimated 700,000 people packed downtown for the Seahawks Super Bowl parade.
Thousands celebrated with the Sounders in 2016.
SPORTS FUEL OUR ECONOMY
In 2015, Seattle hosted the NCAA Men’s Basketball 1st and 2nd rounds. The event had a direct
economic impact of $7.8 million, directly supported 2,857 jobs, brought in $957,247 in taxes
and filled 11,676 hotel room nights.
Photo: Seattle Storm Photo: Seattle Sports Commission Photo: Visit Seattle Phot
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Facilities and Areas
Washington State Convention Center
The Washington State Convention Center serves as the main office for VisitSeattle and the
Seattle Sports Commission.
Following the years of study and demand from convention goers who prefer to meet in Seattle,
the Washington State Convention Center’s proposal to build an additional facility has been
approved. The WSCC Addition will be a transformative project that provides a host of
economic benefits, including as much as $240 million annually in visitor spending, as many as
3,900 direct and indirect jobs, and some 6,000 jobs during construction. Funding will come
primarily from a bond issuance by WSCC supported by the existing tax on hotel rooms.
The WSCC Addition will be located in Seattle’s downtown core at the intersection of several
distinct, urban and rapidly evolving neighborhoods. The project includes two co-development
sites and will transform the equivalent of four blocks of downtown streetscape. Proximity to
Pike and Pine creates a strong link to the waterfront via Pike Place Market and Westlake.
Notable landmarks adjacent to the site include the historic Paramount Theatre and the
Worldmark Seattle.
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The design of the WSCC Addition prioritizes efficiency, connections with the surrounding
neighborhoods, open and engaging public spaces, and a unique experience that embodies
Seattle’s special qualities. The Addition will support all the functional needs of a state-of-the-art
convention space while integrating mixed-use developments to enrich the urban diversity of the
site. The Addition will also be a leader in sustainability, and seeks LEED Gold certification.
The Addition will add approximately 255,000 square feet of exhibition space, 125,000 square
feet of meeting rooms, and 60,000 square feet of ballroom space to the current Convention
Center capacity. These areas will be spread across several levels of modular, multi-function
spaces that support a wide range of uses and event types. While the floor plans continue to
evolve through the design process, the overarching goal is functionality.
Special Services - Room Sets and Custodial
You are responsible, through your official service contractor, to arrange cleaning of tradeshow
aisles, carpeted registration areas, exhibit booths, and removal of trash, crates, pallets and
packing material. Washington State Convention Center will provide clean exhibit areas and we
expect clean areas in return. We will maintain all common lobbies and meeting rooms.
We will provide clean rental space for tradeshows to Show Management. The space will return
in the same condition. We expect the selected decorator to handle all trash within a show and
to vacuum/clean up the tradeshow common aisles and registration areas whether the
tradeshow is on Level 4 or 6. Please make sure their staff is equipped with their own vacuums,
push brooms and other cleaning materials as required.
LEVEL 4: Your Decorator is responsible to maintain carpeted areas, booth areas, exhibition
service areas, registration counters and registration wastebaskets.
The decorator will maintain carpeted or uncarpeted aisles.
LEVEL 6: The decorator will maintain carpeted or uncarpeted aisles.
The decorator will maintain registration trash removal.
We will maintain carpeted areas around the registration counters in the 6ABC Lobby and 6E
Lobby.
WSCC housekeeping staff works hard to maintain the facility's appearance and condition for all
our guests. Set-up Attendants will provide all meeting room sets, trash removal, housekeeping
services, room conversions, room refreshes, and facility maintenance and recycling operations
(cans, glass, and paper).
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Please review your requirements in advance with your Event Coordinator so any associated
costs can be included in your Billing Worksheet. We will keep the restrooms, lobbies,
corridors, and other public areas clean and tidy during all of your event hours. We will also
clean your meeting rooms during the lunch break and provide complimentary overnight
refreshes.
LABOR FOR ROOM SETS AND CHANGEOVERS
We provide your initial room set-up and overnight conversions at no charge. Your Event
Coordinator will work with you on any daytime set conversions and associated costs.
HVAC & Lighting During Move-In and Move-Out
Clients may request additional heating/cooling and lighting services during move-in/move-out
periods and non-event hours. These services are available, upon request, for an additional fee.
See “Saving Energy” in the Event Services Appendix.
Our Operations department ensures the heating, ventilating, air-conditioning; lighting and other
critical building systems work correctly for the comfort and safety of your staff, attendees, and
exhibitors.
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CenturyLink Field
In 1996, Paul G. Allen obtained an option to purchase the Seattle Seahawks and launched a
campaign to win public support for a new world-class football/ soccer stadium and exhibition
center. Six years later, the dream became reality as the Seahawks opened the 2002 preseason
against the Indianapolis Colts in new Seahawks Stadium, renamed Qwest Field on June 2, 2004.
After seven seasons, the field was renamed CenturyLink Field on June 23, 2011. The facility,
built atop of the site of the Kingdome, is not only home to the Seahawks, but the stadium
accommodates many levels of soccer competition, including Major League Soccer, amateur,
international, World Cup and collegiate soccer.
CenturyLink Field is designed with a 68,000 seat capacity, with 5,000 additional seats available
for special events, and 1,400 seats for fans with disabilities. With a roof covering 70 percent of
the seating area, fans will enjoy wide, comfortable seats with sideline seating a mere 52 feet
from the playing field and end-zone seats just 40 feet from the action. The facility also features a
dozen elevators and expansive concourses with an ample provision of concessions stands and
restrooms.
In June of 1997, Washington State voters approved a funding package to build a new
football/soccer stadium and exhibition center. With that, Paul G. Allen and Football Northwest
created First & Goal Inc., an entity that represented the interests of CenturyLink Field in the
construction of the new stadium and now manage the stadium and event center on a daily basis.
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New Castle Golf Course
Spread out across 350 acres and featuring breathtaking panoramic views of Lake Washington,
Mt. Rainier, the Olympic and the Cascade mountains, and the city of Seattle, The Golf Club at
Newcastle features two championship, 18-hole public courses (Coal Creek and China Creek),
extensive practice facilities and a 44,000-square-foot clubhouse.
Designed by acclaimed golf course architect Robert E. Cupp in consultation with Masters
Champion Fred Couples, the tournament-caliber, full-facility complex features challenging
fairways and greens, an all-weather driving range offering heated stalls, an 18-hole bent-grass
putting course, a private grass practice tee including three holes for pitching, putting and
chipping, and lessons and clinics for golfers of all abilities
New Castle Golf Course is managed and maintained daily by Oki Golf Group in order to keep
both courses as world class facilities.
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Sheraton Seattle Hotel
Conduct business with ease at Sheraton Seattle Hotel. They offer 47 dynamic meeting and
event spaces, all of which are primarily located on two floors, allowing for an optimal flow.
Benefit from our state-of-the-art event facilities and ideal location near the Washington State
Convention Center and enjoy productivity in our flexible, light-filled meeting venues.
Trash Removal / Tape Removal
Please let us know when you will have additional trash during events so that our housekeeping
department can plan to provide you with larger trash receptacles or recycling bins. The
decorator is responsible for dumping the larger trash receptacles into the appropriate
dumpster. The decorator is responsible for the removal of tape residue and labels throughout
the facility and equipment. We will invoice you for costs for the removal of tape residue or
labels. We need your cooperation in leaving the facility in good condition for the next event.
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Safeco Field
Since the Inaugural Game on July 15, 1999, Safeco Field has gained a reputation locally,
regionally and nationally as a terrific setting for baseball and a great place for baseball fans.
Sweeping views of Seattle's downtown skyline, breathtaking sunsets over Puget Sound,
combined with excellent views of game action from all angles give fans at Safeco Field an
experience unequalled in Major League Baseball.
The grass isn't the only thing that's green at Safeco Field. With a sincere and sustained
commitment, the Seattle Mariners are working to significantly reduce our environmental
impact.
Since 2006, the Mariners have been leaders in sustainable ballpark operations. Further, we use
the power of our position as a community leader to educate and encourage fans, partners,
employees and the community at large to make changes both large and small that advance the
cause of sustainability.
Lighting the Way
Zero Waste Stations
Alternative Energy
Green Sports Alliance
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Programs & Events
ANNUAL EVENTS OVERVIEW
Current SSC Owned Events
Sports Star of the Year
Seattle Urban Trek
SSC Open
Women’s Leadership Breakfast
Pacific Northwest Football Hall of
Fame
CURRENT AND PAST SSC HOSTED EVENTS
AVP Pro Beach Volleyball
Pac 12 Women’s Basketball
Tournament
Clipper Round the World
Rock ‘n’ Roll Marathon
Boeing Classic
Potential SSC Owned Events
Seattle Baseball Challenge
Jet City Run
Seattle Basketball Classic
Corporate Games
Comedy Event at Safeco Field
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Sports Star of the Year
Sheraton Seattle Hotel
Created by Royal Brougham and the Seattle P-I in 1936, this event has celebrated the
achievements of Washington sports for nine decades. The event features a pre-show reception
and silent auction where guests are invited to mingle and bid with the Seattle sports
community. The reception will be followed by the awards show that showcases the athletes,
coaches, executives, philanthropists and stories of 2018.
Pacific Northwest Football Hall of Fame
CenturyLink field
The Pacific Northwest Football Hall of Fame’s annual luncheon commemorates the careers of
the region’s greatest gridiron legends. From Drew Bledsoe, to Don James, to Steve Largent, to
Paul Allen, this event has honored 216 prominent Pacific Northwest leaders who left an impact
on the game of football forever.
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SSC Open
New Castle Golf Course
Looking for a beautiful sun-filled day out on the course with the Seattle sports community?
Here’s your chance.
Dust off your clubs or sponsor a hole and join the Seattle Sports Commission for an afternoon
on the course. This is the ultimate opportunity for the SSC’s corporate and community
partners to come together for a great day of networking and golf.
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SSC Women’s Leadership Breakfast
The Sheraton Seattle Hotel
An event of inspiration, encouragement and motivation as the Seattle Sports Commission
presents the annual Women’s Leadership Breakfast. Engage in the conversation as panelists
discuss how their involvement in sports helped drive and develop them to become the leaders
they are today.
Seattle Urban-X
Safeco Field
The Urban-X is “Seattle’s Great Scavenger Race” that combines eXploring and eXperiencing
Seattle’s iconic destinations. This unique team run / walk combines smart phone technology,
street navigation, social media, team problem-solving and a great post party. The teams will
complete a series of check points, ultimately completing the challenge together.
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Seattle Baseball Challenge
The Seattle Sports Commission (SSC) is proposing the creation of a regional college baseball
classic that targets the growth potential of the sport and a need time in the Seattle tourism
industry. By building an annual property, there is an opportunity to build on the success of the
event each year and create an economic driver that delivers results every year.
The SSC is confident that this event will both draw tourist to Seattle, as well as providing an
effective regional marketing campaign.
Teams: Pacific Northwest Schools (University of Washington, Washington State University,
Oregon State University, University of Oregon) vs. high quality national opponents.
Venue: Safeco Field: This event will provide athletes and fans a premier baseball experience in
one of the world’s finest athletic facilities. Based on the scope of this event, the SSC will utilize
the lower bowl of the stadium between the foul polls or between 1st and 3rd base, depending
on the growth in attendance each year.
Dates: Last weekend of February or first weekend of March, 2019 and beyond
Demographics: The SSC will heavily target the alumni and students at the participating schools,
including promotions on each campus and directly to alumni groups. The goal will be that
approximately 20% to 25% of the attendees will come from out of market.
Attendance: 3,000 to 7,500 per day x 3 days, 30% out of market attendees
25 Travel Squad x 6 Teams
Partnership: The SSC will partner with the Seattle Mariners, University of Washington
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Item Description Quantity Cost Per Budget
GROSS RECEIPTS
Ticket Sales Tournament Package (9 Games)
Diamond Club (294 Seats) 250 $75 $18,750
Reserved Seating (between 1st & 3rd) 1,250 $50 $62,500
Single Game Purchase
Diamond Club (294 Seats) 0 $30 $0
Reserved Seating (between 1st & 3rd) 1,500 $20 $30,000
General Admission 3,000 $10 $30,000
Promotional Tickets / Group Sales 1,000 $7 $7,000
Sponsorship Title 0 $50,000 $0
Presenting 1 $35,000 $35,000
Official 3 $10,000 $30,000
GROSS RECEIPTS SUBTOTAL $213,250
BUDGETED GAME EXPENDITURES
Administration Ticket Fees $148,250 $0 $8,895
State & City Taxes $148,250 $0 $7,413
Promotion Advertising (television, radio, print) $5,000
Printing & Misc $3,000
Tickets Printing & Postage, Box Office Fees $2,000
Equipment Baseballs 200 $10 $2,000
Facility Facility Rental Charge $20,000
Personnel Production Staff 3 $4,000 $12,000
Box Office Staffing 3 $1,500 $4,500
E & M hours 3 $2,640 $7,920
Grounds Crew 3 $2,250 $6,750
Hosting Staff 3 $6,000 $18,000
Housekeeping 3 $1,800 $5,400
Paramedics 3 $2,200 $6,600
Security Staffing 3 $3,600 $10,800
Set Up Staff 3 $250 $750
Seattle Police 3 $2,640 $7,920
Traffic / Police 3 $2,500 $7,500
Public Address Announcer, Stats, Scorer 9 $275 $2,475
Entertainment Press & Participant Refreshments 3 $2,000 $6,000
Game Officials Official Fees 27 $150 $4,050
Per Diem, Rental Car, Hotels 9 $380 $3,420
TOTAL EXPENSES $152,393
NET RECEIPTS $60,858
Projected All Session Attendees 1,500 4,500 Total
Projected Single Session Attendees 5,500 10,000
Collegiate Baseball Tournament - Financial Analysis
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Jet City Run
The purpose of the Jet City Run is to create a premier and destination running road race that
will celebrate our 100 plus year history of flight in the Pacific Northwest and Southcenter’s 50
year history in our region. The goal will be a unique and highly produced race that targets local
and regional runners to participate, general health and economic impact for the region. The
SSC will partner with a running production company to provide a turnkey registration and
running experience.
Venue: Southcenter Mall to Museum of Flight, all in Tukwila
Dates: Fall 2018 and Beyond
Demographics: Middle upper income, runners from Seattle, Spokane, Portland and Vancouver,
within a 300 miles radius of Tukwila.
Attendance: The goal will be 2,500 runners in year one, with 10,000 or more runners by 2022.
Partnership: The SSC will partner with the City of Tukwila, Boeing and a road race production
company
Proposed Course (7.87 Miles)
7:00 AM Start Time at Westfield Mall
7:15 am to 8:00 am – Runners Cross under
I-405
7:30 am to 8:40 am – Runners Cross under
I-5
7:45 am to 10:00 am – Runners finish at The
Museum of Flight
Shuttles will run from the Museum of Flight
to the Westfield Mall from 8:00 am to
Noon.
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# Cost Per Budget # Cost Per Budget
INCOME
Participant Registration Fees
Early 6,500 $45 $292,500 2,000 $45 $90,000
Late 3,500 $50 $175,000 500 $50 $25,000
Sponsorship
Title 1 $75,000 $75,000 1 $75,000 $75,000
Presenting 1 $35,000 $35,000 0 $35,000 $0
Official 3 $10,000 $30,000 3 $10,000 $30,000
Grants 1 $25,000 $25,000 1 $25,000 $25,000
Expo Booths 20 $500 $10,000 15 $500 $7,500
TOTAL = $642,500 $252,500
EXPENSES
Insurance 10,000 $1 $12,500 2,500 $1 $3,125
Awards / Prizes / Gifts $5,000 $5,000
Race Planning, Management, Execution $30,000 $30,000
Chip Timing Services 10,000 $4 $40,000 2,500 $4 $10,000
Race Announcer $1,000 $1,000
Course Certification, USATF Sanction $2,000 $2,000
Cones, Barricades, Delineators, Fence, etc. $6,500 $6,500
High Performance Running Shirts 10,000 $7 $70,000 2,500 $7 $17,500
Advertising Budget $40,000 $40,000
Graphic Design for Collateral $5,000 $5,000
Printing (Flyers / Brochures, Course Map) $8,000 $8,000
Notification Piece, Postage, Mailing $3,000 $3,000
Expo / Promo Booth Fees 20 $200 $4,000 15 $200 $3,000
Tents, Tables, Chairs, Stage, Scaffold, etc. $9,000 $9,000
Other Rentals (Generators, Radios, etc…) $2,500 $2,500
Police Overtime, Private Security $52,500 $52,500
EMT Services $1,000 $1,000
Banners & Directional Signage $10,000 $10,000
Décor, Start / Finish $2,500 $2,500
Public Address System Rental $1,500 $1,500
AIMS/Running USA $1,000 $1,000
Event Photographer $1,000 $1,000
Donations for Volunteers+A76 $2,500 $2,500
Live Music $3,000 $3,000
Ice & Post-Race Food 10,000 $5 $50,000 2,500 $5 $12,500
Misc. Municipal Expenses, Permits $7,500 $7,500
Trash Pick-up, Removal, Dumpster $2,000 $2,000
Portable Restrooms 100 $150 $15,000 25 $150 $3,750
Website Design / Hosting $3,000 $1,500
TOTAL INCOME = $642,500 $252,500
TOTAL EXPENSES = $391,000 $247,875
High Low (Break Even)
Jet City Run Financial Overview
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Seattle Basketball Classic
The Seattle Sports Commission (SSC) is proposing the creation of a regional college basketball
classic that targets regional teams, matched up against higher profile opponents from outside
the region during the December time frame. By building an annual property, there is an
opportunity to build on the success of the event each year and create an economic driver that
delivers results every year.
The SSC has created this concept to create new opportunities for KeyArena, generate tourism
for Seattle, as well as providing an effective regional marketing campaign.
Teams:
University of Washington
Washington State University
Western Washington vs. Central or
Western Washington
Gonzaga University
Seattle University
Venue: KeyArena at Seattle Center
This event will provide athletes and fans a high level basketball experience in the home of the
Seattle Storm and Seattle University. Based on the scope of this event, the SSC will utilize the
lower bowl and the upper bowl for some games, while just the lower bowl for others (potential
to drop the curtains).
Dates: One Week in Mid-December, 2017
Demographics: The SSC will heavily target the alumni and students at the four participating
schools, including promotions on each campus and directly to alumni groups. The focus will be
that approximately 30% of the attendees will come from out of market.
Attendance: 2,500 to 12,500 each night of the event.
Financial Request: $75,000 for 2017 for out-of-market advertising and event promotion to drive
attendance and promote hotel room nights for fans, alumni and boosters of each school.
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Corporate Games
The Corporate Games are a multi-sport, festival event that focuses on engaging the regional
corporate community. It a successful best practices community engagement and fundraising
event for sports commissions. They are a premier wellness concept and create corporate pride
and bonding.
Venue: Potential venues can be the University of Washington, Seattle U, Magnusson or another
venue.
Format Scoring is based on three factors:
1. Sports Competitions – Success in each of the established sports
2. Participation – In some events, such as a road race, points are awarded for runners and
walkers.
3. Charity Engagement – This has been a very successful tool for blood donations, with
teams receiving points for donating blood.
4. Tailgating – Companies are encouraged to tailgate, providing catering for their teams.
Sports The sports will be a balance of traditional, backyard sports and skill based event,
including:
Track & Field
Swimming
3 on 3 Basketball
Tennis
5K Road Race
Tug of War
Dodge Ball
Kick Ball
Home Run Derby
Dates: TBD
Demographics: The target demographic is corporate teams in the Greater Seattle Area, with a
focus on surrounding communities such as Bellevue, Federal Way, Issaquah and others. There
is an opportunity to extend the competition further, including reaching out to Issaquah.
Companies will be divided based on size of company
Attendance: 75 or more teams.
Pricing: Team pricing ranges from $1,500 to $3,000
Partnerships: Local charities enhance corporate engagement.
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Item Description # Units Cost Per Unit 2018
REVENUES
Registration Fees Company Size
500 and Above 25 $2,000.00 $50,000
100 to 499 25 $2,500.00 $62,500
50 to 99 25 $2,250.00 $56,250
50 and Under 25 $2,000.00 $50,000
Ultimate Frisbee 0 $0.00 $0
Sponsorships
Title 0 $50,000.00 $0
Presenting 1 $25,000.00 $25,000
Official 1 $10,000.00 $10,000
Sport Sponsor 12 $5,000.00 $60,000
Tailgate 1 $15,000.00 $15,000
SUB TOTAL $328,750
EXPENSES
Administration
Admin / Dues / Accounting $1,500
Postage - U.S. Mail $1,000
Insurance General Liability 5,000 $8,500
Travel & Entertainment Trans / Meals $2,500
Advertising Social Media $0
Media Partners $20,000
Street Teams Staffing / Apparel $2,000
Production $0
Printing Flyers / Promo $1,500
Event Program 2,500 $0.63 $1,500
Delivery $750
Sponsor Fulfillment Banners $15,000
Merchandise T-Shirts 5,000 $3.50 $17,500
Medals 2,000 $1.60 $3,200
Operations Photography 15 $100.00 $1,500
Equipment / Supplies 15 $500.00 $7,500
Venues 1 $15,000.00 $15,000
Staff 12 $500.00 $6,000
Sports Commissioners 15 $1,000.00 $15,000
Wrestling $500
Miscellaneous $0
$119,950
$328,750
$208,800
EXPENSES
REVENUES
TOTAL
Corporate Games Financial Overview
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SSY 1 1
SSY 1 1 Feb EC
SSY 1 Q1
SSY 1
Sports Star SSY 1 1 Mar Brd
SUT 1
SUT 1 Mar Brd
SUT 1 Mar Brd
Pac 12 SUT 1 1 Pac-12 Wine
SUT Apr EC
SUT
SUT 1
Mariners SUT 1
SUT Q2 May EC
SUT 1 Clipper / WL
SUT 1
Storm PNW Jun Brd
PNW
PNW 1 Jun Brd
AVP Batting Pract. Jun Brd
AVP AVP
AVP 1 Jul Ofc.
AVP
AVP
Sounders FC SSC 1
SSC 1 Q3 Aug EC
SSC
SSC
Seafair SSC 1 Sep Brd
SSC 1
SSC Sep Brd
SSC Sep Brd
Football WLB 1
WLB 1 Oct EC
WLB 1
WLB
WLB WLB 1
WLB Q4 Oct EC
WLB
WLB 1
SSY 1 Dec Brd
SSY
SSY Dec Brd
SSY Dec Brd
SSY 1 1
SSY Jan Ofc.
SSY
SSY
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
2018 SSC Communications Planning Calendar
Jul
Aug
Sep
Oct
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Job Description
The Seattle Sports Commission is seeking an intern this Summer to assist the Executive
Director of the Seattle Sports Commission with a wide variety of projects. Successful
candidates will have strong administrative and communication skills with the ability to multi-
task.
The summer intern will have the opportunity to work with the SSC on multiple events such as
the Pacific Northwest Football Hall of Fame, Seattle Baseball Classic, and more.
Schedule: 40 hours a week
Timeline: May through July – 3 months
Hours: $15/HR plus ORCA card for duration
Responsibilities
Administrative
• General Office: copy, fax, mail, ship and file materials as needed. Assist with coordinating
meetings (venues, RSVPs, catering, etc.) documenting and managing Board and Executive
Committee meetings, manage SSC emails, responding to all emails and organizing appropriately.
• Event Management: The SSC organizes several events each year including Board meetings,
receptions, networking functions, golf outings and parties. The intern will assist in coordinating
and organizing some of these events.
• Database Maintenance: Input, update, manage and organize information into SSC database.
This may include venues, Partners, contacts, etc.
• Research: Utilize the internet and other sources to research specific sports events, etc.
• Organization: The intern will assist with maintaining an effective organized filing system that is
easily accessible.
Marketing & Sales
• Website Development: Ensure content in Sports Commission website
(www.seattlesports.org) is correct and updated. Gather and/or provide new events and
information as needed and build out the web site.
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• Collateral Materials: Assist Creative Services and SSC staff with developing, creating,
distributing and updating informational and sales/marketing collateral.
• Bid Coordination: Assist in submitting bids for events
Requirements
• General Office: Knowledge and ability to use general office machinery and procedures. Strong
computer and customer service skills required. Ability to maintain manual filing and
organizational systems.
• Computer Skills: Strong background with Microsoft Office (Word, Excel, Publisher), Internet,
MS Outlook. Some desktop publishing skills preferred and some knowledge of HTML is helpful.
• Communication Skills: Ability to write and speak in a clear, professional manner for all
business correspondence and presentation opportunities.
• Organization: Ability to manage multiple projects and priorities under tight deadlines.
Skills
Required - Customer Service, Communication Skills, Solid computer skills, General Office Skills,
Organization Skills
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SPECIAL PROJECT
For my special project, I completed a sponsorship proposal packet for the title sponsor,
presenting sponsor, and official sponsorships for the Seattle Baseball Classic. The Seattle
Baseball Classic will launch in March of 2019 and will be played at Safeco Field. My duties were
to take do extensive research on Seattle’s Baseball culture and similar events that take place
around the United States. From my findings, I was given a template to populate and present the
information in an aesthetically pleasing and persuasive format. The overall tone I took was
showing potential sponsors why events such as this one are successful and have enormous
growth potential. The event is scheduled through 2022, with several teams looking to enter the
tournament in future years. The sponsorship packet will serve as a base for future proposals
with the ability to edit and add information if necessary.
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Completing the special project was something I found to be quite enjoyable, it helped that I
have a great passion for baseball. The impact my special project will have on the agency is fairly
large as the event will become one of six annual SSC events. Sponsorship is always sought after
and having a baseline for proposals is a must. The packet will be easily updated and adjusted to
fit the needs of any year and any type of sponsor. The work I have completed will help the
Seattle Sports Commission attract and potentially land sponsorship at a variety of levels. It is
imperative that SSC events receive sponsorship, as that is the major source of funding.
We came up with the Seattle Baseball Classic as my special project because of my background
and passion for baseball. Kevin, my original supervisor, knew my love for baseball and decided
this would be a great way to gain experience working with sponsorship proposals. The event
has been in the works for the past two years and I came at the right time. They needed this
portion of the event to be completed and I needed to complete a special project. The stars
aligned and I was able to work on something I enjoyed very much.
Throughout the duration of my special project I have learned several things about how to
present relevant information and really how to find that information. I learned how to conduct
effective and efficient searches. Also, the ability to find contacts that will be able to help me find
information that is not readily available via internet searches. Besides finding the information, I
learned how to write in a way that excites and persuades the reader. I took some trial and
error to finally get the language correct. I am still a work in progress, but has been is progress.
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ARTIFACTS
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PHOTOS
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EVALUATION & REFLECTION
The positive aspects of my internship came in the opportunity to work across every field in the
organization. I was able to get a taste of just about everything from simple administrative tasks
to business development, to marketing, and event/sports development. From this, I have gained
an understanding of what I enjoy and what I want to avoid when entering my career search.
Being a part of the Seattle Sports Commission has given me contacts and networking
opportunities I would not have been able to make on my own. I have established some crucial
relationship that will only benefit me going forward. Some of the biggest improvements of the
internship would fall in the area of the organization. I came at an inopportune time. There were
several departures and arrivals, where I got caught in the middle of the storm. Because of this,
timelines and concrete schedules were hard to rely upon. I had to be on my toes because I was
called in several different directions in a matter of an instant. That being said, I am now a part of
revamping the intern program for the Seattle Sports Commission suggesting feedback and
writing portions of the new internship manual.
The most beneficial aspects of my internship in terms of learning and growth came in trial and
error. I was given tasks with little guidelines and I had to do my research and submit the best
product I thought was fit. This was very intimidating at first but it has developed several skills
that will be useful down the road. I have been able to grow and refine my written and verbal
communication, also learn the appropriate setting for different types of language. Trial and
error gave me more confidence in my work, which has translated to assertiveness. I now take
advantage of opportunities that I would have denied in the past. I have put my name out in the
industry and hope to foster the growth of the connections and networks I have established.
The people I have met have shown great mentorship and helped me grown as a young
professional. My internship with the Seattle Sports Commission has proven incredibly beneficial
though it was only 10 weeks.
I would recommend future students to accept internships with the Seattle Sports Commission,
given the opportunity. I do not believe you will find an internship that is as diverse but as high
scale as this. I have worked in several different departments and have made great connections
across the industry and beyond. Future students who accept the internship will be pushed in
the process of professional development and personal growth. They will get the chance to
submit work that will be of value to an important organization in the Seattle Sports scene.
Interns are given the opportunity to meet a variety of different people across several different
industries, all in the name of sport. And lastly, interns will be able to get a taste for what their
passion is, working in several different environments and settings. The internship with the
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Seattle Sports Commission holds tremendous value and serves as a platform for launching your
professional career.
Looking back into my expectations for week 1, I would say that half of my expectations have
been met. I was able to get a feel for what I really want to pursue in terms of my career. I have
found out that I hate sales but really enjoy marketing, especially the creative problem solving
and content development side. However, the expectation that was not met was clear
communication. The communication was not always clear but it turned out not to be that bad
of a thing. From this, I was able to grow and develop my own personal brand. My name is
attached to all of the work I submit so I made sure I did all the research necessary to produce
quality work. Though my reputation is small and limited to the Sports Commission, I am held
with high regards among my peers and superiors. This has been a function of the lack of
communication in my opinion. I try my best to communicate as best as possible and I found that
my superiors find that incredibly helpful. My expectations have made me realize the importance
of constant, clear, and fluid communication within a work setting. Even though my expectations
were not met in this instance, the results helped me grow and mature in my professional
development and personal brand.
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